PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

SERVE • PRESERVE • INSPIRE

Performance and 

Accountability Highlights

ARCHITECT OF THE CAPITOL

FISCAL YEAR 2022
ARCHITECT OF THE CAPITOL 1 2022 PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

Performance and Accountability Highlights

FIGURE 1: Map of the U.S. Capitol Campus

About the Architect of the Capitol 

Who We Are: The AOC is responsible for the care and operation of the U.S. Capitol campus, which includes more than 18.4 million 

square feet of facilities, more than 570 acres of grounds and thousands of works of art. The AOC’s employees work behind the scenes 

day and night to provide Congress and the Supreme Court with facilities and infrastructure to conduct their business. We inspire the 

public by providing tours, online programming and exhibits.

Established: The AOC traces its beginnings to 1793 and was 

formally established by congressional legislation in 1876.

Branch of Government: Legislative

Leadership: J. Brett Blanton, Architect of the Capitol

Number of Full-Time Employees: 2,444 as of September 30, 2022

FY 2022 Budget Authority: $788.3 million

Mission: Serve Congress and the Supreme Court, preserve 

America’s Capitol and inspire memorable experiences.

Vision: Working together, we strengthen and showcase 

the foundation, facilities and functions supporting 

American democracy.

To learn more about the AOC, watch our video, “We Are AOC”: www.aoc.gov/about-us/who-we-are.

Did You Know?

The AOC serves as steward for the U.S. Capitol Building, 

the U.S. Capitol Visitor Center, the House and Senate office 

buildings, the Library of Congress buildings, the Supreme 

Court of the United States, the U.S. Botanic Garden, the Capitol 

Power Plant and other surrounding grounds and facilities. The 

major facilities on the Capitol campus that fall under the AOC’s 

care are displayed in Figure 1. A virtual tour of the Capitol 

campus is available at: www.aoc.gov/virtual-capitol.
ARCHITECT OF THE CAPITOL 2 2022 PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

Performance Results in Brief

In FY 2022, the AOC tracked progress toward four strategic goals:

1. Maintain Awe-Inspiring Facilities

2. Provide Extraordinary Services 

3. Foster an Innovative and Empowered Workforce

4. Operate as One Team, Dedicated to One Mission

The Bridge Strategic Plan covering FY 2022–FY 2025 includes six 

strategic objectives:

 AOC University

 Building Official

 Cultural Behaviors Transformation

 Enterprise Asset Management

 Human Capital Strategy

 Vision 2100 Master and Strategic Plans

Table 1 identifies the agency’s key performance indicators (KPI) 

aligned with the Bridge Strategic Plan.

TABLE 1: Summary of Key Performance Indicators

STR ATEGIC GOAL / STR ATEGIC OBJEC TIVE KPI TYPE KPI TARGET RESULTS

Strategic Goal 1: Maintain Awe-Inspiring Facilities Operational KPI Reduce Cumulative Energy 

Intensity Use ≥44.0% 48.3%

Met

Strategic Goal 1: Maintain Awe-Inspiring Facilities Operational KPI Facility Condition Index ≤55.6% 51.9%

Met

Strategic Goal 2: Provide Extraordinary Services Operational KPI Customer Satisfaction With Projects ≥90.0% 96.4%

Met

Strategic Goal 3: Foster an Innovative and Empowered 

Workforce Operational KPI External Safety Inspection Findings < 1,247 876

Met

Strategic Objective: AOC University Strategic KPI Satisfaction Rate for Training 

Availability

Establish 

Baseline Met

Strategic Objective: AOC University Strategic KPI Percent of Staff Receiving 

Nonmandatory Training

Establish 

Baseline Met

Strategic Objective: Enterprise Asset Management Strategic KPI

Percent of Jurisdictions That 

Began Development of Their Asset 

Management Policies

100% Not Met

Strategic Objective: Enterprise Asset Management Strategic KPI Selection of the EAM System Selection of 

System Not Met

Strategic Objective: Human Capital Strategy Strategic KPI Reduce the Time to Hire — Direct 

Hire Positions

Establish 

Baseline Not Met

Strategic Objective: Human Capital Strategy Strategic KPI Reduce the Time to Hire — 

Competitive Positions

Establish 

Baseline Not Met

Strategic Objective: Human Capital Strategy Strategic KPI Reduce the Internal Promotion Rate Establish 

Baseline Not Met

Strategic Objective: Human Capital Strategy Strategic KPI Reduce the Voluntary Turnover Rate Establish 

Baseline Not Met

Strategic Objective: Human Capital Strategy Strategic KPI Reduce the Cost Per Hire — 

Competitive Positions

Establish 

Baseline Not Met

Strategic Objective: Vision 2100 Master 

and Strategic Plans Strategic KPI

Publish a Complete Report, Including 

Diagrams, Images and Sufficient 

Documentation To Convey Vision 2100

Publish

Report Not Met

Strategic Objective: Vision 2100 Master 

and Strategic Plans Strategic KPI

Develop an Expanded Narrative 

Vision for the Key Focus Areas of the 

Capitol Complex in the Year 2100

Develop 

Expanded 

Narrative

Not Met

Strategic Objective: Vision 2100 Master 

and Strategic Plans Strategic KPI

Develop a Set of Long-Term Goals 

for Guiding the Achievement of the 

Capitol Complex Vision

Develop LongTerm Goals Not Met

Strategic Objective: Vision 2100 Master 

and Strategic Plans Strategic KPI

Develop Documentation That Will 

Culminate in the Adoption of a 

Governance Structure to Oversee the 

Development of a CCMP

Develop 

Documentation Not Met

View the AOC’s FY 2022 performance highlights video: www.aoc.gov/par. 
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PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

TABLE 2: Select Financial and Related Nonfinancial Data 

($ in millions)

F Y 2022 FY 2021

PERCENT 

CHANGE

Total Assets $3,961.4 $3,825.5 4%

Total Liabilities $479.8 $452.2 6%

Total Net Position $3,481.6 $3,373.3 3%

Total Revenues $83.7 $76.9 9%

Total Net Cost of Operations $705.1 $755.7 (7%)

Total Appropriations $788.3 $1,007.6 (22%)

Facility Space Managed 

(Square Feet)

More 

than 18.4 

million

More 

than 18.4 

million

-%

Grounds Managed (Acres) More than 

570

More than 

570 -%

Full-Time Employees 2,444 2,493 (2%)

TABLE 3: Independent Auditor’s Internal Control Findings

FY 2022 FY 2021

Material 

Weakness

Control Gap Identified 

for Environmental 

Liabilities

Control Gap Identified for 

Retrospective Reviews 

of Estimates

Significant 

Deficiencies None None

FIGURE 3: Summary of Total Liabilities

 

 

FIGURE 4: Trend in Total Appropriations

Financial Results in Brief

As evidence of our commitment to financial accountability and 

transparency, in FY 2022 the AOC: 

 Received its 18th consecutive unmodified (clean) audit 

opinion on its financial statements 

 Served as a pilot organization to test the new Treasury 

E-Invoicing system, representing small agencies for 

the Momentum® Enterprise Resource Planning and 

construction contracts

 Deployed multiple system updates including the GSA Unique 

Entity Identifier conversion and Robotic Process Automation 

tools to automate invoice payment support processes

FIGURE 2: Summary of Total Assets
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PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

Forward-Looking Information in Brief

The AOC identified and prioritized the following critical 

enterprise-level risks for FY 2022 and beyond:

Cybersecurity: The risk of network intrusion by malicious 

internal and external threats.

Physical Security: The risk that the AOC fails to protect people, 

property, physical assets and information from threats, actions 

and undesirable events that could cause damage and/or loss.

Deferred Maintenance and Capital Renewal: The risk that 

the AOC does not obtain the resources required or implement 

the processes needed to adequately reduce the deferred 

maintenance and capital renewal backlog.

Life Cycle Project Management: The risk that AOC projects 

are not effectively planned, scoped and executed within the 

approved parameters (i.e., cost, schedule, safe delivery, high 

quality and with minimal client disruption).

Manager-Employee Engagement Expectations: The 

risk that the AOC is not intentional and timely in regularly 

communicating agency priorities and other essential 

information with employees across the agency.

Workplace Health and Safety: The risk that the AOC fails to 

provide a physically and emotionally safe work environment.

Data Quality and Governance: The risk that decision-quality 

data is not readily available to achieve strategic initiatives 

and there is no established data governance structure, which 

compromises data security.

Expectation (External Communications): The risk that 

the AOC does not manage the needs and expectations of 

stakeholders (i.e., clients, customers and oversight entities) in 

concert with the AOC’s capacity to fulfill requests.

IT Infrastructure: The risk that the AOC does not have a 

proper IT infrastructure in place to support current and future 

technology requirements.

The AOC’s Office of Inspector General identified additional 

management opportunities and performance challenges facing 

the organization: human capital management, employee wellness 

and culture of employee misconduct and noncompliance, 

accessibility, auditability and records retention, cybersecurity, 

whistleblower protections, balancing safety, security and 

preservation, working capital fund, and waste and accountability.

The AOC Performance and Accountability 

Highlights provides a summary of 

the AOC’s FY 2022 Performance and 

Accountability Report, following the 

Citizen-Centric Reporting model 

established by the AGA. The full report is 

available online at: www.aoc.gov/par.

For more information about the 

Architect of the Capitol, visit our 

website at: www.aoc.gov.

This report is issued with data as of 

November 16, 2022.

The AOC completed a multiyear project to renovate the Senate Underground Garage and Senate Parks. The project included the 

rehabilitation of the central fountain, pictured here, as well as the reflecting pool, planters and the surrounding pavement.
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PERFORMANCE AND ACCOUNTABILITY HIGHLIGHTS

U.S. Capitol | Washington, DC 20515

www.aoc.gov